Process control methods - Seeking Examples

[MVladimir]

We develop the description of processes according to 4.1 "General requirements" and we experience difficulties on cl. 4.1 c).
Can somebody set examples of methods for processes control (or monitoring) :
a) realization processes (Design and Development, Purchasing, Receiving, Production ect.)
b) management processes (Management Review, Communication, Internal auditing, Corrective & Preventive Action ect.) ?
In our opinion methods of control processes can be the statistical analysis or internal auditing. What else?
Can somebody recommend the literature or guide in the Internet about the process approach (not ISO Guide) or to send it to me by E-mail?
Best regards, Vladimir

 

[RoxaneB]

Hi, Vladimir!

I'd suggest you try doing a search on Key Indicators or visit this thread for starters. Many of us are using metrics or Key Indicators as a means of visually determining if our processes are under control and for communicating our overall performance to employees.

The wonderful thing about using a 'traffic light' colouring system is that you can quickly see when things are under control, when processes are slightly out of control (so you can take quick action to regain control) and when processes are significantly out of control (and failure treatment may be an option to regarin full control).

Determining meaninful metrics is not an easy task. Those with responsibilities within a process must sit down and really think about those items which are vital to the effectiveness and efficiency of their process. For example, with Purchasing - tracking on-time delivery, correct paperwork, expected costs to actual, and so on.

Once your metrics are finalized and you have set your control limits, it's amazing to see how your process is doing...some people think they are doing great until they start completing their Key Indicators and see a 'sea of red'. But the satisfaction as control is regained an a 'sea of green' appears is well worth it!

 

[MVladimir]

Colleague, thanks for your good idea!

 

[Steve Prevette]

I have a power point presentation on choosing performance indicators in the October papers here on the Cove.

I would give the following generic warning about "stoplight" charts - if the thresholds are not statistically based (ie SPC), you run the danger of reacting the wrong way to random noise (treating them as signals) and have the danger of missing signals (and treating them as common cause).

I did publish in the October 2004 ASQ "Quality Progress" an article on integrating SPC and stoplights. But the article is copyrighted, so I can't post it in its entirety here.

 

[Shaun Daly]

MVladimir,

Assigning measures to your processes is what we were advised to do.

You can generally devise some measure to rate the;

a) Efficiency of a process
b) Effectiveness of a process.

For example, Purchasing. You could;

a) Measure suppliers on-time delivery.
b) Measure supplier PPM's.

Note: To any Production Control people reading - Supplier Quality is YOUR responsibility, you pick them!.....<grumble, grumble>

Alternatively, you could;

a) Measure how fast the Purchase Order is prepared compared to target.
b) Measure how many Purchase Orders were prepared incorrectly.

Pick the measures you feel are going to be useful in curing problems. Audit results are good pointers.

Then, track them over time, preferably on some sort of chart, & take action when the results fail to hit your target.

Doh, eggs-suck!

Sorry